Re-Elect Chuck Huffer

Why am I Running Again?

Education, Experience and Involvement

During my 8 years on the CRPD Board, I have been an active member of the Finance and Audit Committee.  In 2015 I played a major role on the Board Committee which reviewed and recommended Board approval of the new collective bargaining agreement.

I believe that it is crucial for CRPD leaders to have strong fiscal, analytical and organizational skills developed through both training and experience.  With my post-graduate education in Health Care Administration and in Financial Planning; with more than 20 years experience in helping local families successfully fulfill their financial goals and objectives; with 15 years' experience as a leader with one of Ventura County's largest non-profit organizations (AYSO Region 9); and with a very analytical and organized mind, I believe that I am the ideal candidate to become a Director for CRPD.

My leadership roles with AYSO included several years as the Referee Administrator; several years as organization's Treasurer; and 3 years as the Regional Commissioner, leading a group of 300-400 volunteers each year in providing a program of recreational soccer to more than 2500 children in the Conejo Valley.

As for community involvement, I have lived, worked and raised a family here for 40 years.  During that time I have been an active participant in such diverse local organizations as the Westlake Parent Participating Nursery School (when our children were little); the Conejo Track Club (for 30 years); the American Youth Soccer Organization (AYSO), as a coach, as a referee, and as a Board member for more than 20 years; Bobby Sox softball; Thousand Oaks High School boosters; the Community Leaders Club of California Lutheran University; CRPD Community Focus Groups for both Conejo Creek and Lang Ranch Parks; CRPD Concerts in the Park; the CLU Shakespeare Festival; and more.

Fresh ideas, original solutions!

The Conejo Valley has grown and changed tremendously since the Conejo Recreation & Park District was formed in 1963, as have the people who live here.  In 1963 there were fewer than 25,000 people in our community; today residents of the Conejo Valley number over 130,000.  45 years ago there was far more undeveloped than developed land; today, after the completion of major developments such as Lynn Ranch, Lang Ranch and Dos Vientos, the City of Thousand Oaks is at or near build-out.  The result ... fewer dollars available for completing new parks and for renovating existing facilities.

CRPD has grown and changed in the past 58 years as well.  From a handful of parks, the agency today has close to 50 neighborhood and community parks and playfields, 4 community centers in Thousand Oaks and Newbury Park, and specialized facilities such as pools and the Teen and Senior Centers.  The quarterly Program Guide has some 45 pages of activities for children of all ages, for adults, and for seniors.

 The question is, has all this growth and change kept pace with today's economic realities and with the changes in our community?   Will today's programs and facilities meet our recreational needs five, ten or fifteen years down the road?

If re-elected, I will continue to provide fresh ideas, a fresh perspective, and innovative solutions to the challenges facing the Conejo Recreation & Park District Board.

The CRPD Mission

I fully support CRPD's stated mission:  "To enrich the quality of life for our community by preserving and enhancing recreational opportunities, parks and open space."

As Director, my goal will be to continue to ensure that the human, fiscal and other available resources are appropriately identified and utilized to accomplish that mission.

I am a firm believer in the old adage (with apologies to my English grammar teachers):  "If it ain't broke, don't fix it!"  Equally important, however, is the flip side to that adage:  if it is broken, we need to figure out how to most effectively and efficiently fix it.  During my tenure as Board Chair, CRPD's Strategic Plan was carefully reviewed, significant modifications were made in several sections based on collaborative input from both senior staff and the Board;  and an implementation plan has been approved by the Board.